David & Johnny
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[00:00:00] If you are an entrepreneur listening to this in your truck or at the gym, I want you to be honest with yourself for a second. How many times today did you have to give permission for a routine task? How many times did your phone buzz with a question that someone on your team should have have been able to answer but didn't?
Most of us think we are delegating. We think because we hire a technician or a va, we are, you know, free up our time. But the truth is most of us aren't delegating with abdicating. We are dumping tasks into a black hole without the blueprint and wondering why the work comes back to us broken. Today's guests know the Abdication Trap better than anyone.
David Horry spent 25 years in the trenches building business for other people before he decided to start buying them for himself. He lives by the mantra that every reluctant hustler needs to hear, building public build with urgency and build with integrity. But David didn't just [00:01:00] learn to build a machine because he wanted a vacation.
He learned it because he was forced to. Coming up, David shares the visceral story of a medical emergency that put him in the hospital bed, physically unable to touch his phone and steer the ship, and he thought that he was going to come back to a pile of ashes, but instead he discovered the most important operational truth of his life.
His team actually worked better when he wasn't there to bottleneck them. We're going deep into the operations engine with the specific gauges you need to watch every Friday and in the Abducted by Alien test you can run this weekend to see if you actually own a business or just a high stress job.
Let's get into the grit with David Horry.
Johnny: David, welcome.
David: Thank you, Johnny. I'm so excited to be here. Let's do this.
Johnny: Absolutely, man, I'm so excited. So you have a same firm belief that I have too, which is, you know, great. Got you started, assistance got you free and, and you say that [00:02:00] most owners are abdicating rather than
David: Mm-hmm.
Johnny: Why is it dumping work on a high performer without a blueprint? The most dangerous thing a business owner can do.
David: There is no shortage of advice out there on YouTube or Instagram or talking heads that are gonna tell you that you need to hire help. Right? That that's the key to unlocking leverage and what they aren't telling you. That's only part of the equation. And if you hire somebody, a, even a top performer, let's say you truly are punching above your weight and you hire this amazing individual who has done everything you need to do and can just step in and knock it out of the park, and all you do is just dump everything on them.
Then you say, Hey, welcome. Here's, here's a, here's what needs to be done. Good luck. The reality is. The most likely scenario is that they're either going to burn out and become frustrated and leave, or you're gonna end up firing them even though they're great for your business [00:03:00] because you haven't done the work, you haven't laid the foundation to inform them of the context of what's being done and why, and why is this the, the goal and the strategy and the vision, and here's how we do things here and, and what does good look like and that.
That is the key to ensuring not only are you making the most of each hire, but especially those, those key top performers that everybody's telling you to go out and and hire.
Johnny: Man. That's good. I, I love the end there where you said, you know, the definition of good, right? I think a lot of people forget, uh, what that's like, and when they just handing that task, it's like, instead of doing micromanaging, they're like, Hey, can we define first what's good? I, I love that phrase, man.
That's awesome. So If revenue is still growing, right. And how do you help, how do you work within your team where you distinguish between a, you know, being the leader and being the bottleneck [00:04:00] when that revenue is still growing? 'cause most people will say, Hey, we're good. Right?
David: Mm. Yeah, so revenue I think is one of the most deceptive metrics to track, and I'm actually one of those people that says Not all revenue is good. And, and when I'm looking at buying businesses. Business owners, you, you just watch their, their head explode. I'm like, well, I don't know if that revenue's necessarily positive.
How could revenue be bad? Let me tell you, if you are overextending yourself. To get more revenue. Let's say you add new service lines or you add a, you, you expand geographically. This the service area that you're delivering your product or service, and it causes you to, um, it, it creates fragility, right?
Maybe communication starts to break down a little bit. Maybe your guys are being taxed, driving that far, and, and there's a lot of windshield time that you're not accounting for. Those kinds of things are not necessarily going to create the strong, resilient. Business that you're looking to [00:05:00] build. And so it's a great question, you know, like how when revenue's growing, how do you know, um, if, if that's a good thing.
One of the things I like to look at is, again, what is involved in, in generating that revenue? And is that sustainable? Is it repeatable? And I'm always looking at it through the lens of risk. What kind of risk are we exposed to in gaining that revenue? What happens if only one person is responsible for generating all that revenue and they leave?
Right? So I'm constantly looking at de-risking the situation, whatever that scenario is within a business. And there could be several. You are gonna have to pick, pick one, and then start, start creating redundancy in your business. It's usually the owner first. Then there's a, there's a key hire. You found this unicorn that's been with you for years and does everything for you, and you, you wouldn't know what to do without them.
Those are some, some things that, again, revenue can be growing, but, um, those are some, some pretty critical bottlenecks to look at.[00:06:00]
Johnny: I love this because, you know, it's most common with my tax client. They, they, the one thing that they look at is, is cash account. If cash is going up, business up,
David: Mm-hmm.
Johnny: And,
David: Yep.
Johnny: and, and you add it to the next level, which is, you know, the new going up. Just going up is not
David: Mm-hmm.
Johnny: Right. So let's back bring that to the tactic.
So you mentioned offline, you know, you use gauges, KPIs, metrics to, uh, to, to either look at at your business in a different, besides just one thing, which is that revenue, the top line.
David: Mm-hmm.
Johnny: So like, um, what are other metrics or gauges that you use as you're evaluating the new business that you're purchasing or your existing business on your portfolio?
David: Yeah, there's a few that I would look at, but again. I'm looking at the, the profit margin. Um, so one that was sneaky, uh, that I, I just was talking to, um, a business owner named Jeff about, [00:07:00] he had this product line, right, that is bringing in revenue and it's, it's growing. It's growing and it's bringing in revenue.
That sounds tremendously positive until you look at. What is required to deliver that service? And it turns out it's a full-time employee running that program and that that program doesn't even pay for that employee. So they're losing money on something that customers love and looks good on the website and, you know, is, is another service line that's bringing in revenue.
And so, you know, my message to him was, look, you either find a way to three x the revenue that that's generating or cut it next week. No, there's no middle ground because it has to be profitable and bringing in value that way. And so, um, a metric that I look at again is like what's required to generate that revenue?
And if it's, is the juice worth of the squeeze, if I had to like distill the, the, the, the formula down into some simple words, um, is the juice worth the squeeze? And I'm constantly looking at, uh, project service lines, uh, products under that microscope.[00:08:00]
Johnny: Uh, yep. I, I think that that enough, you know, I had a, a client a couple of years ago where he owned the security board and. was going up consistently month after month. And he called me and it was like, Hey, I'm making more money, but there's no money at the end of the month.
David: Mm.
Johnny: all right, cool.
Let's define your cost. Right? And we looked at it and then she, you know, he, he realized that he was losing $2 per board when we put all the costs involved. So,
David: Hmm.
Johnny: uh, I love that. It's like, look, it's either plan A or plan B. There's no middle ground, right? I love that.
David: Yeah, if you can operate your business where there's no gray area for a year, where it's either like, yes, this is, this supports creating a strong foundation, or we cut it, there's no gray area. Um, you'll have a tremendously resilient business at the end of that, those 12 months. Um, you know, something else that can be.
Sneaky, I think, um, is looking at your, your inventory, right? If you are selling products, this is another [00:09:00] one that I, I encountered just in the last month where they're continuing to buy things that they haven't even sold. One in, in months, right? Units in a month. And so I was looking at the inventory and realizing we're creating this stockpile of things that probably will never sale, sell.
And so again. It's good that revenue's going up, but it's masking this, this, this thing that will come to light much, much later, if ever, which is we're we have a bunch of stuff that we're paying to store that isn't selling and or stop selling months ago and isn't turning over. And at some point there is a, there's a, a fairly significant cost, which is like in the case of a business buyer, right, where I'm not gonna buy that and you're gonna eat that cost, or you're gonna have to like consign it or something, get creative in order to try to recapture that value.
Johnny: Yeah. Uh, yep. Wonderful. So let me backtrack a little bit 'cause you have such a unique story and. And how you got to, to, to become this guy that understood the process and delegating and so forth, [00:10:00] wasn't just because, you know, it fell off the sky. And, and, and it's just because you were forced, right? You were in the hospital bed, you couldn't get a hold of your phone.
You, you just like, hold my goodness how I'm gonna steer the ship without my phone. Right. So. kind of fears went through your head when you were in that hospital bed and you can touch your, cannot touch your phone. I was like, I cannot imagine, you know?
David: Yeah. Well, again, I've worked with some tremendously successful CEOs and founders and executives who also struggle with this, and I helped coach them through it, which is the ironic part. And I was like so close to the problem that I couldn't see it for myself. But there is, uh, business owners. And founders carry a ton of weight on your shoulders.
You feel like everything depends on you and, and, and the viability of the business, making payroll, all of these things. When in reality, if you've done the things that that [00:11:00] people tell you to do, which is like hire and then. Delegate, not abdicate the responsibilities to them and all those things, then you, the likelihood is your team's probably just waiting for you to get outta the way.
And so being in that position, you know, where I'm in a hospital and you know, for like, I, I probably tried for three hours trying to like, work on a laptop and then I just realized like, this isn't something that I'm gonna be able to do. I, I just have to log off, be fully present, um, and, and be with my family.
I just, there, there I, I didn't have any other options and th I thank God for that because then I could see coming out of the other end of that how much my team was able to excel and how prepared they were to deliver on those things that I trained them on. But I was getting in the way and constantly, you know, I wasn't micromanaging, but I was definitely.
The bottleneck that restricted their output with when they, they weren't checking back on, you know, double checking things with me. That was, that was a [00:12:00] sneaky one, right? Like, Hey, I know what to do. You train me. I know we have a process, but I just wanna double check. Oh yeah. That makes me feel good and important.
Right? And, and, and needed. When they were just like, okay, David's not here. Now we're just executing. Right? Like the, the throughput was incredible.
Johnny: Uh, how was your ego when you came back and it was like, man, my team performed without me. What, what's all about?
David: You know, I realized there were, there was a second of like, gosh, am am I, am I that useful? Before the other things that were more, rel more important and required, my level of sophistication and impact, uh, that was more appropriate for, for my contributions got piled onto my plate. And so there was that second of like.
What, what am I gonna do now? Like, my team doesn't even need a check-in. Like they're, they're off and running and they're actually happier too. Um, but re like remembering and, and understanding and looking for those things that are unlocked and, and the opportunity cost of not being that bottleneck, [00:13:00] um, is what moved me past it, uh, pretty quickly.
And, and we were growing, you know, very, very quickly. We're in rapid scale mode, so.
Johnny: Perfect. Perfect. And, and I think there. Is, you know, you had the, that physical moment when the hospital's like, look, I can cannot really do it. Right. And then I, my, I just ran outta hours in the day to, to, to do everything myself. And it was like, I just need to let go. I need to trust my team. You know, I need to delegate those tasks to find what's, what's the definition of, you know, good and done is. Um, but a lot of business owners out there right now that are listening, watching this, this podcast, you know, some of them don't have that. Exact moment. Right. Uh, what would you tell them to, not to create these moments, but it's like you have to change, right? You have to go move past this. Um, would you elaborate a little bit about there?
Because like, it, it, it's so critical for expansion, for growth, and even if you don't want to increase more revenue, you just wanna do [00:14:00] the same thing, but just costing you, you know, half of the time that it's currently costing you. That'd be great.
David: Yeah, I agree. You know, I, I did, I was a part of a company where. We had an aggressive growth plan, and it literally, the, the business grew so fast that the owner could no longer hold it in their fist, right? Their hand was literally pried open in a, in, in a month, right? Where like they were unwilling to make that decision and they just couldn't keep it together any longer.
So that, that, I don't recommend that strategy, but it is one where like when you are taking something to the moon, that can happen. And again, just embrace that, but. One thing that I counsel people on is like, there's no risk-free decisions. Why don't we take a risk on better, take a risk on better, and what, what does better look like?
It could be, you know, more throughput. It could be, um, growing the business without requiring more owner owner hours. It could be, um, you [00:15:00] know, not losing your sanity and burning out. Um, and so. That is what I counsel people because there is a risk, right? If you continue as is and you do end up in the hospital, or I, I usually say get abducted by aliens.
Like, what happens if you get abducted by aliens? Do you think that that's kind to your team? Do you think that your team is going to enjoy that experience of scrambling and trying to figure out payroll with, with you? Being out of the equation overnight. No, that's terrible position to put them in. You don't wanna do that.
You do want a business that can stand up without you, regardless of how scary that feels. And so take a chance on better is what I, is the drumbeat that I'm constantly playing and you can make micro, micro steps towards that. It's not on all or nothing. Uh, move overnight.
Johnny: Now, right? Uh, consistency is better than impact. And
David: Okay.
Johnny: this phrase saying over and over and over, um, one phrase that I learned in talking to clients, you know, everybody talks about getting hit by a
David: Mm-hmm.
Johnny: is like, hey, if you get hit by a bus, you use the, [00:16:00] the ab ab getting abducted by aliens, right?
So it's like. I, I've learned this from another coach, and then he uses the, in the past tense, so it's like, Hey, if you are hit by a bus yesterday, because you know your clients won't. If you do it in the future or in the present, it's like, it's like, oh, it had never, it, you're putting fear into the situation so that they can't do anything.
But if you, when you reframe that question in using it in the past, it's like, Hey, you got hit by a bus yesterday. What do you do? Like, what, what's the first thing your team is going to do Right while you're not there?
David: Mm-hmm.
Johnny: the past tense actually allows them to think through and it's like, okay, it never happened.
I'm still here. Right? Like, it never happened yesterday. So I, I love your example. Uh, abducted by alien. It adds a little bit of human to the situation and it kind of breaks that little ego right in that wall that surfaces and it's like, Hey, no, I'm the only one that can do this. I'm the only one that can do as well as I [00:17:00] can, kind of thing.
So I love, I love what you shared there.
David: Yeah. And, and I think you're, you're starting to, to get into, you know, those, those mindset blockers that. And snare many business owners like nobody can do it as, as good as I can. And um, you might be right for a time and a, and a, a short season in your, your business' history, but there are absolutely people as you grow.
You can't be the best at sales and customer service and marketing and, and, and, and, and somebody doing it. Even 80% as good as you, uh, that doesn't require you to do it, um, is a hundred percent awesome. That's, that's one that I think you and I are both familiar with.
Johnny: Oh yeah, I'll, I'll love that phrase. And so. You know, we talk, we talked about family, we talked about faith, we talked about business growth and all that. So you, you mentioned like there's a lot of priority gears, right? That goes around that. So, uh, for someone that is actually stuck on the first decision, which is which, what, [00:18:00] gear should I focus on? Right. Um. Which one would you suggest for them to, to touch base first, right? Because there's, they can go in so many different paths. So how can we narrow that path and, and have them the priority? So there's like, Hey, this is the next move I need to take.
David: One thing that I advise owners to do is take, you know, four minutes like this is, can be a very fast exercise. Just off the, off the top of your head, write down the things that only you can do in your business currently. What is that list? And just getting that on paper. The next thing then is just pick one of those to start training somebody else to do.
And I think when you, when you make the, the movement too big, we already talked about this, you know, like where you gotta go and hire somebody? Well, that's easy to get bogged down, discouraged you like, uh, posting a job, hiring, interviewing, all that. Delegate to [00:19:00] some somebody already on your team, right?
Just start removing that dependency on you and, and, and then like, see what happens. Does it all fall apart? Does, does the, the project completely crash and burn? The likelihood is no, but is it going to be perfect? Also, no. So then you're, now you're, you're, you're getting these micro learnings again that you can implement into the next task, the na next project, where it's like, oh gosh, I, I just handed it off to them and yeah, they, they struggled with the budget part of it, so now I just need to spend some time training them on the budget or giving them, you know, the context on the budget and then, um, you know, that that's, for somebody that's like, this is way too big and scary to approach.
I, I don't, I don't even know where to start. There are others though, that are like, gimme the roadmap. I'm ready to execute. And then I, that's the one where I'm like, okay, we need to find you somebody that can take over the administrative tasks that you're doing day to day. We'll get to, um, offloading, you know, some other big key tasks.
But first we need to get you the brain space to be more thoughtful and strategic.
Johnny: Yeah. [00:20:00] Makes sense because as you're saying, talk about that one nickling that you were talking, they're already holding so much and it is like somebody like you and me comes in, is like, Hey, here's one more thing. I was like, no, no, no, no. We have to eliminate some things.
David: Yes.
Johnny: Either by eliminating, never doing again, or eliminating by delegating to someone.
Right?
David: Mm-hmm.
Johnny: And, um, there's a framework out there, and I'll teach you on that is the EAD, eliminate, automate and delegate,
David: Mm-hmm.
Johnny: if we talk about eliminating things and then we talk about the delegating things, and then we're gonna talk about the automation just for a little bit. So like, you have a background in hospitality, right?
So, which is. One of the, the, the north stars that I have in my business where you have to, you know, build and grow like a, a machine, but sell like a person, right? So how do you automate things but still bring the, continue to bring the humanity back into your business?
David: Hmm. Yeah, I, I think it's, it's [00:21:00] to. Deploy technology and automation in a way that doesn't remove people from the equation, but again, elevates the, the, the quality of their contribution. And so one example that I would share, uh, with your audience, you know, that is almost automatic to me for any trade related business that I'm looking to buy, um, or invest in.
It's. The AI voice agent implementation should nearly be automatic. If your business relies on people Googling, you know, fill in the blank on your service or product near me, and then dialing down that list, you absolutely should invest in that. And it's not because we want, you know, your customers or prospects talking to a robot, but we really want that phone to be answered a hundred percent of the time.
If you just change that metric in your business where you know your [00:22:00] competitors answer most of the time, and you answer 100% of the time, you're gonna watch your revenue grow. Beyond that, though. You can ensure consistency in that interaction, which is what customers want. Customers wanna know what to expect every time they call.
They want to to be greeted warmly, and they wanna be told what to do, and they wanna have confidence in that. And you can, you can design that in that initial interaction, right? Where that person, that, or that, that, that agent that's answering the phone is, is warm. Is never having a bad day, is never stressed or rushed or anything like that, and they're, they're walking you through the steps.
Oh, what, what seems to be the problem. Okay. Um, let me get your contact information real quick before we, just, in case we get disconnected, I wanna be able to make sure I'm getting back to you. These things are tremendously powerful to your business and ability to follow up with prospects and make the most of every single call.
They sometimes just gets, gets missed by the person that you're paying to answer the phone. And [00:23:00] now. You, you can have a, a three minute conversation where all they're doing is greeting them, asking what the, what the problem is and, and getting their contact information. And now you're, you're, you're, you're making sure that the person.
Their contribution is elevated. So your, your agent then says, based on what you've shared, I want one of our specialists to talk to you, um, is, is, you know, today at 3:00 PM a good time for you. And now you're not taking the human outta the loop, but you're making sure that that person is calling with context.
They don't have to worry about getting the, the contact information. And now their expertise is being deployed in a highly specific, targeted manner.
Johnny: Yeah. Uh, that, because we, we did this actually recently. We were forced to do that about a, a year ago. Uh, one of the seven. Was, uh, uh, left the firm or CPA firm, and it was like, you know what? The phone was ringing like 10, 15 times a day. So we implemented this AI receptionist, but it's just a simple list of like, Hey, if you wanna talk to Johnny, press one.
If you wanna talk to so [00:24:00] and so, press two. If you wanna talk to, you know, so and so, press three and then, and it's like one through eight. So very simple, 15 seconds max. And then if you really need to talk to someone, press nine. Right? So very simple that. It eliminated all the spam calls throughout the day in our office.
We, you know, our current receptionist only get like three calls a day and literally is just someone that, um, it was used to calling her her line directly, not, and, but it, every time somebody calls is looking for a CPA in our firm, right? So it's like, okay, I just wanna talk to Johnny and it routes that call right away and. I was so shocked, and I looked at the team at, at that point I was like, why haven't we implemented this before?
David: Yeah, it's a simple one, but that could be that, that literally could be a headcount for a business, right? Like some people, I, I, I'm, I'm working with a partner who literally paid somebody to answer the phone twenty four seven if the phone rang, they had to answer [00:25:00] it, and, and that was their job. So it's incredible.
Johnny: wow. Yeah. Uh. I, I love that example. That's, do you have a tool name in mind? Um, if not, we can drop in the show notes. No pressure.
David: Uh, you know, that's not my area of expertise, but I do have people that that is their expertise and, and I'm always happy to connect people, uh, with other people where, where that is their focus.
Johnny: Perfect. David, what else? Man, this has been so good and I don't want to turn it off, but golly, what else that we have not covered that we should be covering?
David: Well, I'm trying to think through the, the lens of, of accounting and finance, and I think one of those things that, that absolutely should be a part of. Every business owner's, um, budget is investing in themselves.
Johnny: Hmm.
David: And that's one that [00:26:00] it's so easy to get your, you know, nose to the grindstone and focus on executing that.
You never stop to put your own oxygen mask on first. You never stop to think, oh. There's probably somebody else out there that has done this exact thing, not once, not twice, but dozens of times. That could probably just give me the answer that I'm fumbling for, or a book I could read. Right? Like investing in yourself can look a lot of different, like a lot of different things to a lot of different people.
It could be, you know, um, a podcast or listening to a book while you're, you know, getting some windshield time between job sites. It could be a coach, it could be just. Going out to, to coffee with a mentor, somebody that, that bought and sold a similar business or, you know, built and sold a business in your industry and now has a lot of time for golf.
Like, take 'em out to coffee and be like, you know, like, Hey, this is what I, that's going on in my business in this situation. What would you, what would kind of things would you be thinking through? What would you be doing? Who would you be talking to? And those are like shortcuts that can literally save [00:27:00] weeks and months.
Of your life in a, in a small business that I think are just underrated and um, not really highlighted very often.
Johnny: Uh, yes, because I think information right now is fairly accessible and it's digestible if you use AI and so forth, but it's the application of that information, right. Um, I have clients, tax clients now calling all the time that like, Hey, I, I. I've reached out, you know, to this person. They said that their CPA is doing X or I saw this video on TikTok and they're doing Y and I was like, how does that apply to my business?
Right. And I
David: Hmm.
Johnny: in yourself, one, like you said, I, I love what you said there because you have to refill your cup. Before when, so that you can share that cup with your employees and your vendors and, and being the leader that you
David: Yes.
Johnny: You have to have something filling you
David: Mm-hmm.
Johnny: But then two is [00:28:00] the shortcut, right?
Somebody have been there, a book with 25 years of experience and you can sit down and read it in three hours and learn, 25 years worth of experience in three hours. My goodness, it's 20 bucks, you know, 15. Great investment. I, I love that you said there. So currently, uh, now I'm gonna put you on the spot.
Currently, what are you doing to, to reinvest in yourself?
David: Absolutely. So, uh, I pay for, uh, multiple mentors in my life. Um, I also don't listen to music anymore when I'm in my truck. I, I am always listening to a, a audio book, uh, on a topic, um, that either supports my spiritual growth or my business. Those are the, the only two topics. You know, my wife likes to listen to things that, um, you know.
Uh, fantasy and, and all these kinds of things. I'm, I'm here to learn about my business or to, to get closer alignment with God. Um, beyond that, it's [00:29:00] also, uh, connecting with high achieving business owners and again, sharing everything that I've learned along the way with them. And, um, often that is reciprocated, right?
It's, it's, it's very. Rare for you to like, give away everything that you're doing in your business and, and, uh, how you're building it and the, the lessons and mistakes that you're making and not receive something back that helps you, helps shape your strategy and what you are doing. And that's another one that doesn't cost me anything, but, um, time.
Connecting with like, what other businesses do I admire, even if they're not in the same industry, who, who's building the way and taking care of customers the way that I wanna take care of my customers. Um, and then, and then, uh, initiating a conversation with them. So those are three things.
Johnny: Uh, well, I, you know, you know, we met through, uh, a group coaching
David: Mm-hmm.
Johnny: and for me is. The ability for other people to seem as their peers
David: Mm-hmm.
Johnny: being seen as just their CPA, right? Because when you [00:30:00] sit down on the time on the conference room or doing a Zoom call with the client, they, they put you on this pedestal as a CPA, that it's like, I have to perform, here's the information and all that.
Right? But the whole like, invest in myself. For me has been so good to see other people thrive, to see you, David,
David: Mm-hmm.
Johnny: know, going from all this life is experience and now buying other business building your own freedom model that, um, the next level of that is what you share, which is sharing it back, giving it back everything that you have learned.
David: Mm-hmm.
Johnny: and I think for me that is that kind of the information cycle of, hey, I gotta learn. I gotta do it and then let me teach you. Right?
David: Yeah, and that's a great way for, to retain it, you know, like implement it and teach it is a great way to make the most of what you're learning.
Johnny: Perfect. Yeah. Um, man, this is so good. I, I am so [00:31:00] excited. So for those who are listening to you, uh, where do they can find you in the social media website, um, and, and all and everything else.
David: Yeah. So, uh, I am most active on Instagram, and you can find me at v David Hori, uh, T-H-E-D-A-V-I-D-H-O-R-I. And um, also, I have a gift for your listeners, um, because really, I don't know how many business owners think of these terms, but there are literally only two outcomes for your business. If you're a business owner, you either sell it or you shut it down.
And people think that shutting it down is, is kind of neutral. Like, oh, I'll just stop taking clients and one day just kind of shut the doors. It is not neutral. And, and Johnny, you can, you can, uh, vouch for this. It costs tremendous amount of money to, to wind things down and sell off assets or pay to store them.
It's hard on your team, right? And it's one of the decisions I see business owners regret the most. So assuming that that's not the [00:32:00] path you're gonna choose ultimately, um, then, uh, and you wanna learn about selling your business. Now, 10 years from now, or even if you're going to transition it to, you know your kids and it's gonna stay in the family forever.
Uh, learning about selling your business and building a sellable business is one of the best things you can do to invest in it. And so I do a weekly webinar that's free for business owners because I got so many questions about like, oh, like what's involved and where do I start? And all these things. And so if that's helpful to any of your listeners.
Um, I'm, I'm giving a free webinar every Thursday and I will send you a link, Johnny, that you can share with them.
Johnny: Perfect. Yeah, that link would be on the show notes, and I wanna make sure that checklist on the webinar is to call you CPA, because
David: Yes. It,
Johnny: big.
David: literally, yeah, absolutely. Your CPA and tax advisor should absolutely be involved. And I, I actually assume, um, I'm like, you probably already connected to a CPA or tax advisor. If you're not, you should be. Um, but yes, absolutely front and center.
Johnny: a [00:33:00] moment with a client last year where he sold part of the business, not all of the business, and he did not tell me for 18 months. I was like, dude, that is a big piece of information to know. Oh,
David: Wow.
Johnny: this was great. So yes, if you wanna learn more about, you know, starting with the Iny mind, David, I love the idea of the webinar, the show, uh, on the show notes.
That link will be in there. Um, and of course, all throughout social media as I'm going to publish this, uh, uh, episode. David, once again, my goodness, thank you so much for delivering and I absolutely love our moment here and our time together.
David: Likewise, Johnny, thank you for sharing your platform and I'm excited to see what you continue to build in going forward.
Johnny: Yes, sir.
